Professional Documents
Culture Documents
Dr Christian Hicks
Productivity (GVA per job) vs. Participation (jobs per population of working age) - 2003
115
105
Regional policy London seeks to increase England productivity and UK Scot participation
S West W Mids
80
85
90
95
100
Regional LQ NE 2002
91% 99% 97% 87% 83% 86% 87% 89% 88% 84% 76% 101% 101% 78%
-6% -26% 26% 39% 58% 102% 126% 77% 107% 161% 46% 124% 110% 150%
59% 137% 130% 142% 112% 88% 93% 89% 53% 69% 121% 132% 134% 89%
The Bluebird was the first UK Nissan car, which was produced in July 1986. At the end of 2004, the plant produced 400,00 cars per year.
Henry Fords production line was developed in 1913. The CH/7 idea was inspired by a trip to an abattoir.
1909 Model T Ford Black! - Standardised Any colour you like provided it is
Any colour you like provided it is black! Model T Ford 1909.
Scientific Management
Whenever a workman proposes an improvement, it should be the policy of the management to make a careful analysis of the new method, and if necessary conduct a series of experiments to determine accurately the relative merit of the new suggestion and of the old standard. And whenever the new method is found to be markedly superior to the old, it should be adopted as the standard for the whole establishment, F.W.Taylor, Principles of Scientific Management, 1911.
Standardisation and best practice deployment
Just-in-Time Manufacturing
In the broad sense, an approach to achieving excellence in a manufacturing company based upon the continuing elimination of waste (waste being considered as those things which do not add value to the product). In the narrow sense, JIT refers to the movement of material at the necessary time. The implication is that each operation is closely synchronised with subsequent ones to make that possible APICS Dictionary 1987.
JIT became part of Lean Manufacturing after the publication of Womacks Machine that Changed the World in 1991
Lean Manufacturing
Arose in Toyota Japan as the Toyota Production System Replacing complexity with simplicity A philosophy, a way of thinking A process of continuous improvement Emphasis on minimising inventory Focuses on eliminating waste, that is anything that adds cost without adding value Often a pragmatic choice of techniques is used
CH/17 Dr. Christian Hicks
Lean Manufacturing
Philosophy Techniques usually applied very pragmatically.
Lean Techniques
Manufacturing techniques Production and material control Inter-company Lean Organisation for change
Manufacturing Techniques
Gemba Kanri Cellular manufacturing Set-up time reduction Smallest machine concept Fool proofing (Pokayoke) Pull scheduling Line stopping (Jikoda) I,U,W shaped material flow Housekeeping
CH/23 Dr. Christian Hicks
5Ss
Functional layout
Cellular layout
Askin G.G & Standridge C.R. (1993) Modelling and Analysis of Manufacturing Systems, John Wiley ISBN 0-471-57369-8
Functional layout
CH/28
Set-up Analysis
Video whole set-up operation. Use cameras time and date functions Ask operators to describe tasks. As group to share opinions about the operation.
Waller, D.L., 2003,Operations Management: a Supply Chain Perspective 2nd Edition, Thompson, London
CH/34
Slack, N. Chambers, S. and Johnson, R, 2004,Operations Management, 4th Edition, Prentice Hall
Using several small machines rather than one large one allows simultaneous processing, is more robust and is more flexible CH/37
Dr. Christian Hicks
Waller, D.L., 2003,Operations Management: a Supply Chain Perspective 2nd Edition, Thompson, London
Waller, D.L., 2003,Operations Management: a Supply Chain Perspective 2nd Edition, Thompson, London
Push system
Push system
Lead time
Waller, D.L., 2003,Operations Management: a Supply Chain Perspective 2 nd Edition, Thompson, London
CH/42
Pull system
Lead time
Waller, D.L., 2003,Operations Management: a Supply Chain Perspective 2nd Edition, Thompson, London
Production after 1 hour: WP1: 180 WP2&3 combined: 180 Increase = 36 per hour
Dr. Christian Hicks
CH/44
Pull Systems
Work centres only authorised to produce when it has been signalled that there is a need from a user / downstream department No resources kept busy just to increase utlilisation Requires: Small lot-sizes Low inventory Fast throughput Guaranteed quality
CH/45 Dr. Christian Hicks
Pull Systems
Implementations vary Visual / audio signal Chalk square One / two card Kanban
Lean Purchasing
Lean purchasing requires predictable (usually synchronised) demand Single sourcing Supplier quality certification Point of use delivery Family of parts sourcing Frequent deliveries of small quantities Propagate Lean down supply chain, suppliers need flexibility Suppliers part of the process vs. adversarial relationships
CH/47 Dr. Christian Hicks
Lean Purchasing
Controls and reduces inventory Reduces space Reduces material handling Reduces waste Reduces obsolescence
CH/49 Notice placed prominently at the door at Faurecia Dr. Christian Hicks
More detail
Dr. Christian Hicks
CH/50
CH/54
Lean Flexibility
Set-up time reduction Small transfer batch sizes Small lot sizes Under capacity scheduling Often labour is the variable resource Smallest machine concept
Reducing Uncertainty
Total Preventative Maintenance (TPM) / Total Productive Maintenance 100% quality Quality is part of the process - it cant be inspected in Stable and uniform schedules Supplier quality certification
Slack, N. Chambers, S. and Johnson, R, 2004,Operations Management, 4th Edition, Prentice Hall
productivity problems
Scrap Downtime
Rework
Operational prerequisites
Level schedules Frozen schedules Fixed routings Frequent set ups Small and fixed order quantities High quality conformance Low process breakdowns Labour utilisation not the key factor Employee involvement
CH/59 Dr. Christian Hicks